McKinsey’s People and Organizational Performance Practice is the firm’s dedicated capability for helping companies build the organizational structures, talent models, and cultural conditions that drive commercial performance. For marketers and growth leaders, it matters because most go-to-market failures are not strategy failures. They are organizational failures dressed up as strategy failures. Understanding how McKinsey frames…
Media procurement transformation is the process of redesigning how organisations buy, govern, and evaluate media investment, shifting from cost-focused purchasing to value-focused decision-making. Done properly, it connects media buying to business outcomes rather than rate cards, and gives finance and marketing a shared language for what media is actually worth. Most organisations are not doing…
Strategy and workforce planning belong in the same conversation. When they are treated as separate exercises, you end up with a commercial plan that nobody has the people or capability to execute, and a hiring plan that was built around last year’s priorities. Most marketing functions get this wrong not because they lack ambition, but…
McKinsey’s superagency concept describes a future where AI doesn’t just assist workers but actively amplifies what they can do, shifting organisations from AI-augmented teams to AI-native ones. The implementation challenge isn’t technical. It’s structural, cultural, and commercial, and most agency leaders are not ready for it. The McKinsey Global Institute’s research on workplace AI paints…
AI strategy consulting is a service that helps organisations assess where artificial intelligence can create genuine commercial value, identify the gaps in capability and process that would prevent it, and build a roadmap for implementation that holds up when it meets real operational constraints. Done well, it is one of the more useful engagements a…
Personalization at scale means delivering relevant, individualized experiences to large audiences without sacrificing the commercial logic that makes personalization worth doing in the first place. Most organizations get one of those two things right. Very few get both. The failure mode is almost always the same: teams invest heavily in the technology, build out segmentation…
Social commerce in the United States is growing fast, but most brands are still treating it like a content channel with a checkout button bolted on. The opportunity is real. The execution, for the majority of brands, is not. Understanding the structural difference between a social commerce strategy that generates revenue and one that generates…
Sales growth strategies are the structured approaches a business uses to increase revenue, whether by expanding into new markets, converting more of the demand that already exists, or building the kind of brand presence that creates demand where none existed before. The best strategies do all three, in the right sequence, with the right resource…
Corporate AI strategy, done well, is not about adopting the most tools or publishing the most ambitious roadmap. It is about making deliberate decisions on where AI creates genuine commercial value, and being honest about where it does not. Most companies are failing that test, not because they lack ambition, but because they are treating…
LLMs like ChatGPT and Gemini are changing search behaviour in ways that most marketing teams have not fully accounted for yet. Instead of clicking through a list of results, a growing number of people are asking a question and getting an answer directly, often without visiting a single website. For marketers who built their content…
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